Today many progressive sales organization around the world have recognized and measured the costly consequences of sales call reluctance. They have already put programs in place to aggressively counter call reluctance and have adopted diagnostic procedures to identify the risk before they experience a shutdown.
An effective intervention program always begins with an accurate diagnosis. Typically, our modern diagnoses originate from sophisticated, computer scored call reluctance test. Sales training departments find the added diagnostic precision provided by these assessments to be invaluable aid.
Within our methods, we strive to clarify and explain to managers and to other decision makers not to over value buzz words like ego or dominance. Instead, by using our assessment tools and at later stage behavioral change programs we help decision makers to get the answers on: How Much? How Soon? What Cost?
How much money is this individual likely to make for company?
How long is this individual likely to take to produce at that level?
What is it going to cost company to get that production within that time frame, in terms of additional management time, effort and money?
What can you do?
The best way to verify scientific claims is not with reams of paper, columns of data, or request of validity. As sales management professionals you have a better solution available. You can test out reasonable sales development programs by purchasing a few and trying them out in pilot studies before signing your name or committing your company to long-term purchases. We will welcome opportunities to demonstrate the utility of our programs in your company. When a program works, it earns more money for your company than it cost. You should continue using it, expanding its use throughout your organization. If it doesn’t, trash it. Ignore scientific credibility, academic degrees, or pretenders groveling at your feet. Junk it! That’s how we think business decisions should be made. Science can play a role, but pious appeals to scientific credibility alone should never be the deciding factor.
The Sixteen Faces of Sales Call Reluctance
Doomsayers will not take risks and will divert their energy away from contact with prospective buyers leading to sales stagnation. Salespeople remain preoccupied with the worse-case prospecting possibilities.
Over-preparers have the tendency to overanalyse and avoid action. In sales, they spent too much time preparing what to say but actually spend too little time prospecting for people to give presentations to.
The hyper professionals feel the need to manage people’s perception of them to look above average whilst disguising self-doubt and a proficiency gap. Projecting a successful image together with professional jargon, name-dropping, and a reflexive need to appear better informed, is almost more important that the actual sales tasks.
A debilitating fear or dislike to present to groups due to emotional discomfort. However, other forms of prospecting may be completely unaffected.
Feelings of discomfort or guilt often accompany this career choice. Often fuelled by concerns of what others think about his/her career of choice, they understand the opportunities available in sales but the negative stereotypes about selling makes them feel like failures.
Yielders have the tendency to back off a sale rather than to pursue a matter to a satisfactory result. Characterised by a hesitation to prospect for new business, a yielder fears being considered selfish and intrusive.
Social Self Consciousness
A self-imposed emotional hesitation that prevents effective interaction with particular customer target groups and to some extent also prevents them meeting them at all. Triggers include education or status differences. Although a highly targeted fear, other forms of prospecting may remain unaffected.
Separationists are characterised by their reluctance to ask their friends or peers to help them extend their sales network for fear of conflict or rejection.
The reluctance to ask family members to help extend their sales network or influence for fear of emotional conflict or rejection. It can have adverse consequences even in sales settings where appropriate to call on family members, or when family members are not accessible due to death or geographic distance.
Characterised by emotional discomfort associated with asking existing clients for referrals, Referral Aversion affects salespersons very little or none whatsoever when initiating new contacts or closing sales.
The inability to use the telephone to move sales objectives forward. Although highly targeted, face-to-face forms of prospecting may be completely unimpaired.
Oppositional Reflex is characterised by the inability to share control or be supported. It often manifests itself by high approval needs and low self-esteem. It also comes with a compulsive need to argue, make excuses and blame others. These salespeople are emotionally unable to allow themselves to be coached, advised, managed or trained.
Online Prospecting Discomfort
Prospecting via social media and other latest tech tools
Discomfort when selling in complex sales environments
How sales people deal when they need to engage in Cross-Selling, Up-Selling, On-Selling
Related to close reluctance or how people behave when they need to close a deal.